NEGOTIATIONLet us move from the era of confrontation to the era of negotiation. - Richard M. Nixon ABSTRACT:

Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures. Similarly Business Negotiations is intended to be an intellectually challenging and dynamic elective course to assist in developing critical negotiation skills used in daily business activities. Managers negotiate with employees, salesperson negotiates with customers, employees’ covering up for each other for future mutual benefits are also examples of negotiation. In today’s organizational structure a common boss for multiple colleagues makes it important for a person to have negotiation skills. A successful negotiator knows the importance of finding balance between accomplishing business objectives (“keeping your eyes on the prize”) and nurturing and building relationship with clients for long-term mutual success. Negotiation is the principal way that people redefine an old relationship that is not working to their satisfaction or establish a new relationship where none existed before. Because negotiation is such a common problem-solving process, it is in everyone's interest to become familiar with negotiating dynamics and skills. In this conceptual paper we will see the introduction to negotiation and details of negotiation.

INTRODUCTION:
What is negotiation?

We can define negotiation as a process that occurs when two or more parties decide how to allocate scarce resources. Although we commonly think of the outcomes of negotiation in one shot economic terms, like negotiating over the price of a car every negotiation in every organisations also affects the relationship between the negotiators and the way the negotiators feel about themselves. Depending on how parties are going to interact with one another, sometimes maintaining the social relationship and behaving ethically will be just important as the immediate outcome of each bargain. The terms negotiation and bargaining can be used interchangeably. HOW TO DO INTEREST-BASED BARGAINING

Interests are needs that a negotiator wants satisfied or met. There are three types of interests: •Substantive interests--content needs (money, time, goods or resources, etc.)
•Procedural interests--needs for specific types of behaviour or the "way that something is done."
•Relationship or psychological interests--needs that refer to how one feels, how one is treated or conditions for on-going relationship.

Why parties choose to negotiate?
The list of reasons for choosing to negotiate is long. Some of the most common reasons are to:- • Gain recognition of either issues or parties;

• Test the strength of other parties;

• Obtain information about issues, interests and positions of other parties;
• Educate all sides about a particular view of an issue or concern;
• Ventilate emotions about issues or people;

• Change perceptions;

• Mobilize public support;

• Buy time;

• Bring about a desired change in a relationship;

• Develop new procedures for handling problems;

• Make substantive gains;

• Solve a problem.

Now we will have a look on conditions when parties refuse to negotiate: Why parties refuse to negotiate?
• Negotiating confers sense and legitimacy to an adversary, their goals and needs;
• Parties are fearful of being perceived as weak by a constituency, by their adversary or by the public;
• Discussions are premature. There may be other alternatives available--informal communications, small private meetings, policy revision, decree, elections;
• Meeting could provide false hope to an adversary or to one's own constituency;
• Meeting...

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Most people tend to take on a competitive approach to negotiation. They see everything as a win/lose situation. This unilateral strategy usually results in achieving unfavorable results. This way of thinking tends to vitiate the likelihood of serving long-term interest of the winner, even if the short term objectives are achieved. The solution to this is to change our way of thinking and adapt bilateral methods that will help build a foundation for successful, trusting and ongoing negotiations. Everyone desires to walk away from the bargaining table satisfied that the gains achieved by both parties are equal. Bilateral negotiations should always be the preferred method of choice for all conflict resolutions.
Unilateral, bilateral, third-party and alternative dispute resolution (ADR) are all approaches and methods that deals with conflict. Unilateral methods never yield win/win results because the approaches used are avoidance (lose/lose), accommodate (lose/win), and competitive (win/lose). Avoidance is what a person avoids the issue and walk away. It does not matter why this approach is used. The main point of this is that the conflict always remains unattended. Accommodation is a strategic or tactical angle to give in to the other side's demands and waive your own. The...

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Book Summary of Negotiation by Roy J. Lewicki, David M. Saunders, and John W. Minton
Citation:
Negotiation, 3rd edition, Roy J. Lewicki, David M. Saunders, and John W. Minton, (Boston: Irwin McGraw-Hill, 1999).
This Book Summary written by: Conflict Research Consortium Staff
Readers will find this textbook on negotiations to be broadly accessible and very informative. The third edition has been substantially updated and revised to reflect current negotiations research. Thirteen chapters are presented in four parts. The first chapters focus on the basic elements of conflict and negotiation. Part Two examines the processes of communication, persuasion, and ethical judgment. Part Three explores external influences on negotiations, including the social context, coalition or group participation, individual personality differences, and cultural factors. The final chapters discuss ways for parties and third-parties to address breakdowns in the negotiation process. The text includes a bibliography and a comprehensive index.
Negotiation Basics
The negotiation situation is characterized by two or more interdependent parties who have a conflict of interest, and who choose to address that conflict by striving to reach an agreement through a process of mutual adjustment of each party's demands and concessions. Conflicts may arise at different levels, from...

...Negotiation Strategy Article Analysis
Introduction
In this world, the likelihood of being involved or exposed to a negotiation is more common than one may think. In considering yourself, another individual, party, or group that is involved in a negotiation, a strategy should be followed. Although most people view negotiation as a fixed sequence (Salacuse, 2007), having a planning process allows for the negotiator(s) to review all issues and determine a bargaining mix based on the relevant facts (Lewicki, Saunders, & Barry, 2006). The proceeding will depict negotiation processes used in real life scenarios where either distributive or integrative negotiation strategies were engaged in resolving a negotiation.
Style and Strategies within Debt Negotiations
As American people continue to deal with the nation’s economic downturn, many people are faced with the notion of debt negotiation. Let’s face it; nearly someone has some sort of financial debt. People would rather file for bankruptcy than negotiate the possibility of a rate reduction (Brinker, 2007). This is mainly due to people’s reluctance of having anything to do with bill collectors or collection agencies. Considering an average savings cost of $0.50 on the dollar or less (Brinker), creditors are still willing to negotiate debt settlement with debtors.
When looking at the type of...

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ÍNDICE
1. INTRODUCTION 3
BATNA’S 3
Bottom-line 3
ZOPA 4
2. THE NEGOTIATION PROCESS 4
3. NEGOTIATION STRATEGIES 6
Five Basic strategies: 6
Challenge: 6
Defer 6
Split the difference 7
Lowball 7
Pinpoint the need 7
Other negotiation strategies: 7
Fait Accompli 7
Limited Authority 7
Apparent Withdrawal 7
Deadlines 7
Standard Practice 7
Salami 8
Trial Balloons 8
Good guy/Bad guy 8
4. CONCLUSION 8
5. BIBLIOGRAPHY 9
1. INTRODUCTION
A negotiation is when two parties deal with discussion. Another definition of negotiation is discussion that ends the meeting. Negotiation styles relate to how people deal with conflict. There are different approaches:
* The adversarial approach (win-lose). When you think “I must win”.
* The Accommodating approach (lose-win). To just give in. Agreeable, non-assertive behaviour. Cooperative even at the expense of personal goals.
* The compromising approach (give-get/take). In order to get what you want in the negotiation you must give up something. Both parties are willing to give something in order to get what they want, and they enter the negotiation with that plan in mind. How much, and when they compromise are the...

...Definition of Negotiation ( in Organizations)
- Is the process in which two or more parties reach agreement on an issue even though they have different preferences regarding that issue.
- A process in which two or more parties exchange goods and/ or services and attempt to agree on the exchange rate for them
Types of Negotiation
1. Distributive Negotiation
- Sometimes called positional or hard-bargaining negotiation; Also called Fixed-pie or win-lose
- Negotiation that seeks to divide up a fixed amount of resources;
- Often involves people who have never had a previous interactive relationship, nor are they likely to do so again in the near future
2. Integrative Negotiation
- Sometimes called interest-based or principled negotiation
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Distributive Versus Integrative Bargaining
Goal Get much of the “pie” as possible Expand the “pie” so that both parties are satisfied
Motivation Win-Lose Win-Win
Focus Positions Interest
Interest Opposed Congruent
Information Sharing Low (Sharing of Information will only allow other party to take advantage) High (Sharing of information will allow each party to find ways to satisfy interest of each party)
Duration of Relationship Short-Term Long-Term
Approaches to Negotiation
1. Individual Differences
- An approach which concentrated on the personality variables of the negotiators
- Assumes that the key...

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Negotiation is one of the instruments of Procurement Management.
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DEFINITION OF NEGOTIATIONNegotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.
Negotiation occurs between spouses, parents and children, managers and staff, employers and employees, professionals and clients, within and between organizations and between agencies and the public. Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns. Negotiation requires participants to identify issues about which they differ, educate each other about their needs and interests, generate possible settlement options and bargain over the terms of the final agreement. Successful negotiations generally result in some kind of exchange or promise being made by the negotiators to each other. The exchange may be tangible (such as money, a commitment of time or a particular behavior) or intangible (such as an agreement to change an attitude or expectation, or make an apology).
Negotiation is the principal way that people redefine an old relationship that is not working to their satisfaction or...

...NEGOTIATION AND CONFLICT RESOLUTION
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In addition to our regular services, we offer structured negotiation and conflict resolution services. Most disputes headed to litigation or already in litigation, could be resolved much earlier and at less cost if the negotiation and conflict management were approached in a specific disciplined manner. Many business negotiations could proceed much more efficiently and effectively if the negotiations were approached in a systematic way. In both situations relationships that would otherwise be destroyed or significantly damaged could be salvaged, maintained or improved. We have found however, that once a dispute arises, most clients and their legal advisors have taken discrete positions and are quite naturally intent on forcing their position onto the other side. They then seek, or threaten to seek, the assistance of the power of the State, namely, a Court or other tribunal, to make some decision supportive of their position. However, given the uncertainty and expense of litigation, often both parties are not satisfied with the results. Furthermore, an impending or threatened appeal further exacerbates the difficulties. Typically, lawyers have been trained to advise clients not to reveal any information to the other side unless they are specifically required to do so by specific Court rules or by Court order. Extensive rules...